Introduction
In supporting networked organisations, tourism has been largely overlooked as a prime example of interconnected relations. Emergent key issues have been identified as structure and leadership; resourcing, engagement of participants, inter-organisational learning, and sustainability.
Networks
There are many perspectives from which to view networks that have been classified thus far: network membership; the nature of the link; type of exchange or attraction; network function and role; network function and role; and geographical distribution of the network.
Networks range from formal to informal and vary according to community structure. The exchange results in learning that actively contributes to organisational functioning. The benefits are derived from reciprocal behaviour (e.g. no elitism in negotiation).
Research methodology
To identify prospective knowledge gaps, the sample was required to provide evidence of:
- exhibiting articulated membership criteria;
- having clearly stated aims and objectives; and
- demonstrating outcomes.
An empirical search for listed criteria categorised the type and configuration of the ten organisations chosen and analysed to demonstrate the benefits and organisational progress in building in and incorporating new destinations. Morrison, Lynch and Johns acknowledge this as being a relatively small sample from which to view best practice models, however the criteria of this study was based on preconceived criteria.
International tourism network
The study establishes clarity and understanding the benefits of tourism network functions, and performance results.
Function and benefits
The tourism network covers a variety of sources (e.g. private, public, academic) from which to gather information. The learning is reciprocal in that popular destination choices reward the individual with choice. The difference lies in the creation of a knowledge base that is external to the organisation. A stronger knowledge base actively promotes informed policy and distribution leading to wider market spread. The balance of harmony develops a sustainable community that has been developed by environmental requirement.
Success factors
Findings from the study indicate there are certain factors that need to be incorporated before a sustainable and successful network can be maintained.
- Objectives and purpose. Clearly identified networking goals, geographic scope and remit, including knowledge dissemination, linking of aims to local, regional, national, international priorities and able to transcend issues that may deflect the driving purpose of the network.
- Organisational structure and leadership. Organisational structure and leadership is fit for purpose, recognises the benefits of the creation of communities of learning involving inter-connecting of multi-tiered horizontal and vertical networks as appropriate, is supported by key public sector organisations and network leaders champion the start-up of a network playing a vital catalytic role.
- Resourcing. Continuity of adequate financial, human and physical resources is critical to a networks success and sustainable generation of desired benefits.
- Member engagement. This is achieved through a comprehensive understanding, manipulation and management of a diverse set of member motivations including economic, social and psychological.
- Benefits and inter-organisational learning. A hub organisation and network members connect in a supportive infrastructure of formal and informal mechanisms facilitating inter-organisational learning and exchange that has the potential to translate into qualitative and/or quantitative benefits.
The underlying theme is an informed objective and balance in accepting the inevitable diversity. The results of the study identified differing objectives and purpose according to type and configuration:
- Academic networks may be perceived as a means of feeding back research directly to relevant stakeholders as well as seeking to shape the environment that is the focus of the research. Networks may also be seen as a mechanism for leveraging resources for purposes such as tourism research funding.
- Private networks may be perceived as an opportunity to influence the environmental conditions in which the sector operates. The opportunity to meet a range of representatives from other types of organisations, and gain some form of commercial advantage may be perceived as a key attraction. Networks may also be perceived as a mechanism for leveraging resources to facilitate the likes of marketing and business development activities, and/or public sector grant funding.
- Public/private networks may be perceived as a tool of regional, national or international economic development, which can facilitate the attainment of agency goals. A difficulty for a public agency is to determine its optimum level of involvement. Networks may also be perceived as a means of distributing public sector resources directed at tourism destination development.
Funding has significant impact on networks that can be at times precarious and limit success. However, registration fees often have psychological effects in increasing motivation and commitment. Embedded systems and culture sustain learning.
Conclusions
The core element of a network lies in inter-organisational learning and interpersonal congruence. Successful interaction depends on creating networks that perform well so focus can be concentrated on the exchange of knowledge. Community spirit develops in support of function.
Morrison, Lynch and Johns' model was modified to accept the following:
"A set of formal, co-operative relationships between appropriate organisational types and configurations, stimulating inter-organisational learning and knowledge exchange, and a sense of community and collective common purpose that may result in qualitative and/or quantitative benefits of a business activity, and/or community nature relative to building profitable and
sustainable tourism destinations" (pg. 6).
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